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Lawyers today no longer operate solely in courtrooms. They navigate boardrooms, manage inboxes, and join cross-functional meetings. They sort facts, shape arguments, and help executives make informed decisions under pressure. As Karen Manley shares,“ Legal isn’ t just about getting the answer right anymore. It’ s about making sure people understand the answer and what it means for the business.” This shift has turned legal teams from document-focused departments into strategic partners woven into daily operations.
As Assistant General Counsel at Cox Enterprises( Cox), Karen manages litigation and leads both the e-discovery and subpoena response teams. Her teams respond to law enforcement requests and oversee complex data discovery projects.“ All of the work comes with real deadlines and real consequences,” she notes.“ So, we always focus on being accurate, efficient, and clear at the same time.”
Karen is intentional about how she communicates legal risk to business leaders. Instead of sending long legal memos, she presents options that align with company priorities and timelines.“ Executives don’ t need every legal detail,” she explains.“ They need to understand the trade-offs and the consequences, so they can make a decision.”
Karen draws a connection between Cox’ s corporate culture and her education at Notre Dame Law School. Notre Dame focuses on ethics and public service, prides itself on educating“ a different kind of lawyer.” Cox’ s long-standing philosophy is to“ do the right thing.” Cox is committed to doing the right thing for its employees and customers, as well as to being a good corporate citizen. As a member of Cox’ s Law and Policy team, Karen has been encouraged to volunteer her time to community service projects and her legal skills to entities in need of assistance.
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